Sentences with phrase «from business failures»

If you look around at a number of really successful Realtors, you'll find that many have one thing in common — they have suffered from business failures, bankruptcies, divorce and / or great humiliation during their careers before putting the pieces together the right way.

Some law firms are benefiting from the present economic turmoil, picking up new business generated by the fallout from business failures of some companies and the government bailout of others.

I think that there's a moral for the science community from business failures in how to handle a problem like Climategate.

See what four top Seattle - area entrepreneurs learned from their business failures so you don't make the same mistakes.

«The idea was to take those 33 litigants that sued me and turn them into customers,» he told the audience at FailCon, a forum in which founders offer hard - won lessons from their business failures.

You can read about my business failure in the post entitled, «What I Learned From Business Failure ``.

But the losses from the business failure that also result are limited to that which was invested in the company.

Not exact matches

The greatest business ideas, and times in life, can be born from failure.

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Also, in states such as California, failure to register your business name can prevent you from taking legal action in the name of your business.

If, for example, you are coming off of a business failure — perhaps there was a legal issue involved — be transparent and don't allow the discovery of the news come from any other source.

Serial entrepreneurs in Silicon Valley hop from one failed business to the next and billionaire entrepreneurs like Richard Branson wax on publicly about their failures almost as much as their successes.

The key is for entrepreneurs in places like Kansas City and Nashville and Cincinnati to take the right lessons from the Bay Area, by focusing on the mindset: the idea that innovation comes through iteration, that failure should be embraced for what you can learn from it and that every business can be transformed by technology.

This is beneficial if you ever need to access files while you're away from the office, or if you're concerned about catastrophic failure of your own business server.

Don't let fear of failure keep you from taking chances in your business.

Women entrepreneurs were as highly educated as their male counterparts, had the same early interest in starting their own businesses, and had learned the same valuable lessons from their work experience and from prior successes and failures.

All those failures, trials and errors, however, culminated in his three - pronged management strategy for making the transition from working «in» a business to working «on» a business.

«In business, you have to take calculated risks, have failures and learn from them, and you have to address actual needs of the market — not with a «nice to have,» but a «have to have.»»

I was recovering from the failure of a business I'd run selling baby products — handmade slings, carriers, and blankets.»

But, in business just as with comedy, how you learn from those failures can be the difference between succeeding in the future and going through the same old motions you've always known.

Some 94 percent of intrapreneurs think they have the required skills and knowledge to start a firm of their own, and 76 percent say that fear of failure would not prevent them from starting a business, reports the Global Entrepreneurship Monitor.

He resisted taking Trump seriously for months, but in February he delivered a blistering 20 - minute takedown covering everything from Trump's business failures and his call for killing terrorist family members («That is the front runner for the Republican nomination advocating a war crime!»)

Though the failure rate for startups is often exaggerated, it's still relatively high: 20 percent of businesses fail within the first year, and about half of U.S. businesses fail within five years, according to data from the Bureau of Labor Statistics.

Revenue in the Americas remained stable as the satellite health issues related to the failure of AMC - 9 offset revenue growth from new business, notably in Latin America.

Actual results and the timing of events could differ materially from those anticipated in the forward - looking statements due to these risks and uncertainties as well as other factors, which include, without limitation: the uncertain timing of, and risks relating to, the executive search process; risks related to the potential failure of eptinezumab to demonstrate safety and efficacy in clinical testing; Alder's ability to conduct clinical trials and studies of eptinezumab sufficient to achieve a positive completion; the availability of data at the expected times; the clinical, therapeutic and commercial value of eptinezumab; risks and uncertainties related to regulatory application, review and approval processes and Alder's compliance with applicable legal and regulatory requirements; risks and uncertainties relating to the manufacture of eptinezumab; Alder's ability to obtain and protect intellectual property rights, and operate without infringing on the intellectual property rights of others; the uncertain timing and level of expenses associated with Alder's development and commercialization activities; the sufficiency of Alder's capital and other resources; market competition; changes in economic and business conditions; and other factors discussed under the caption «Risk Factors» in Alder's Annual Report on Form 10 - K for the fiscal year ended December 31, 2017, which was filed with the Securities and Exchange Commission (SEC) on February 26, 2018, and is available on the SEC's website at www.sec.gov.

According to a study from Startup Genome, an American R&D project that tracks startup activity, premature scaling was the number one predictor of business failure.

Good has since made it her business to help organizations prepare for failure and give them the tools to recover from serious setbacks, such as failure reports and communication exercises.

From setting goals to developing routines and relationships, small business owners can overcome their fear of failure.

In this video from our Entrepreneur Live event, Oscar - nominated screenwriter Alan Wenkus sits down with Steve Lehman from Business Rockstars to discuss the importance of taking risks, rising above failures and how to get ahead.

Of all the people I've talked to over the years about starting their own business, the fear of failure is the number one thing that keeps many people from doing what they really want to do.

It's not hard to find columns from CEOs and business school professors touting the benefits of failure.

And some studies suggest they're right: In a paper called «Environmental Disorder Leads to Self - Regulatory Failure,» a pair of researchers from UBC and Cheung Kong Graduate School of Business found that «being surrounded by chaos ultimately impairs the ability to perform tasks requiring «brain» power.»

While breakout sessions will cover everything from branding to dealing with failure, if you have any interest in the franchise industry, be sure to check out «Break into Business Ownership with a Franchise.»

To celebrate the 50th anniversary of James Bond films — and the impending release of Skyfall, his latest adventure — we reviewed the most notable business exploits of Bond villains past to glean valuable lessons from their spectacular commercial failures.

He managed to salvage something from the business, but the VC money was gone and the failure was seared into his brain.

Just hoping things will turn out well stops us from making tough choices, believing the best about others can get you taken advantage of, and a failure to look at the world as it truly is can be harmful to both your business and your personal life.

The phrase «the first mile» is based on my observation that there are a lot of possibilities for failure the moment you go from a business plan to a reality.

But similar failures in the news business (from the closing of local papers to a lack of newsroom diversity to the inside - Westminster obsession of political reporters) helped lead us Brits to the disaster of Brexit.

Subscription businesses can lose the happiest of subscribers because of involuntary churn — that deadly form of attrition that comes from card declines and invoice failures.

The impending failure of a business is something that you will instinctively recognize deep down, but human nature may prevent you from acknowledging it.

Business trainer and global entrepreneur Curtis Broome shares how he went from being an uncoachable MLM failure, to a top earner and businesBusiness trainer and global entrepreneur Curtis Broome shares how he went from being an uncoachable MLM failure, to a top earner and businessbusiness owner.

Factors that could cause or contribute to actual results differing from our forward - looking statements include risks relating to: failure of DBRS to rate the Notes at the anticipated ratings levels, which is a closing condition, or at all; changes in the financial markets, including changes in credit markets, interest rates, securitization markets generally and our proposed securitization in particular; the willingness of investors to buy the Notes; adverse developments regarding OnDeck, its business or the online or broader marketplace lending industry generally, any of which could impact what credit ratings, if any, are issued with respect to the Notes; the extended settlement cycle for the scheduled closing on April 17, 2018, which may exacerbate the foregoing risks; and other risks, including those described in our Annual Report on Form 10 - K for the year ended December 31, 2017 and in other documents that we file with the Securities and Exchange Commission from time to time which are or will be available on the Commission's website at www.sec.gov.

As such, FTI has developed plans that include the ability to recover from various situations including but not limited to unplanned evacuations, power outages, fire, severe weather, intentional acts, and facilities failures that may cause interruptions to our business.

Failure post-mortems often lamented that «I wish we had a CTO from the start, or wished that the startup had «a founder that loved the business aspect of things».

Other risks and uncertainties include the timing and likelihood of completion of the proposed transactions between ILG and MVW, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals for the proposed transactions that could reduce anticipated benefits or cause the parties to abandon the transactions; the possibility that ILG's stockholders may not approve the proposed transactions; the possibility that MVW's stockholders may not approve the proposed transactions; the possibility that the expected synergies and value creation from the proposed transactions will not be realized or will not be realized within the expected time period; the risk that the businesses of ILG and MVW will not be integrated successfully; disruption from the proposed transactions making it more difficult to maintain business and operational relationships; the risk that unexpected costs will be incurred; the ability to retain key personnel; the availability of financing; the possibility that the proposed transactions do not close, including due to the failure to satisfy the closing conditions; as well as more specific risks and uncertainties.

If the only news you got about the latest WTO failure came from the business press, you would think that it was a major blow to the poor.

In this episode of the Better Than Success Podcast, Business Success Coach and host, Nicole Purvy talks about 3 business failures and what she's learned frBusiness Success Coach and host, Nicole Purvy talks about 3 business failures and what she's learned frbusiness failures and what she's learned from them.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

As we see from the research above, all major reasons for new business failure are somehow interconnected, and almost all of them point to the same roots: poor planning, incompetence, lack of persistence.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.